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Leadership Development Practices and Organizational Performance

dc.contributor.authorSubramony, Mahesh
dc.contributor.authorSegers, Jesse
dc.contributor.authorChadwick, Clint
dc.contributor.authorShyamsundar, A
dc.contributor.authorDooney, John
dc.date.accessioned2019-11-08T17:18:28Z
dc.date.available2019-11-08T17:18:28Z
dc.date.issued2017-11-30
dc.identifier.citationMahesh V. Subramony, Jesse Segers, Clint Chadwick, Aarti Shyamsunder, and John Dooney, 2015: Leadership Development Practices and Organizational Performance. Proceedings, 2015, https://doi.org/10.5465/ambpp.2015.37en_US
dc.identifier.urihttp://hdl.handle.net/1808/29743
dc.description.abstractLeadership development is receiving increasing attention from scholars and practitioners globally. In this study, utilizing a sample of 223 organizations in an emerging economy (India), we discovered positive relationships between two bundles of leadership development practices (i.e., differentiation and integration; Day, 2000) and two forms of organization-level intangible assets - human and social capital. Further, our results suggest that organization-level human capital fully mediates the relationship between the differentiation bundle (consisting of practices aimed at increasing individual leaders’ self-awareness and competence) and organizational performance, as measured by sales growth; and that social capital is marginally related to organizational innovation.en_US
dc.publisherElsevieren_US
dc.rightsCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.en_US
dc.rights.urihttps://creativecommons.org/licenses/by/4.0/en_US
dc.subjectHRMen_US
dc.subjectLeadership developmenten_US
dc.subjectorganizational performanceen_US
dc.titleLeadership Development Practices and Organizational Performanceen_US
dc.typeArticleen_US
kusw.kuauthorChadwick, Clint
kusw.kudepartmentBusinessen_US
dc.identifier.doi10.5465/ambpp.2015.37en_US
kusw.oaversionScholarly/refereed, author accepted manuscripten_US
kusw.oapolicyThis item meets KU Open Access policy criteria.en_US
dc.rights.accessrightsopenAccessen_US


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Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.
Except where otherwise noted, this item's license is described as: Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.